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peterbamuhigirepeterbamuhigire/proposal-skills/skills/domain-delivery/capacity-building/SKILL.md

capacity-building

Skill8 starsChanged 15 days agoMITView on GitHub

Use when a proposal requires training, coaching, mentoring, knowledge transfer, Training of Trainers, or institutional capacity development. Unlike change-management, this skill designs learning outcomes, delivery, assessment, and post-training transfer.

The file

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We split this skill into the rules it gives an agent

13 rules. About 0 are common, 13 are distinctive, and 0 are very specific to this project.

  • ≈0

    Common · estimate

    Many files like this have a rule of this kind.

  • ≈13

    Distinctive · estimate

    This author's own choices. Worth a look.

  • 0

    Very specific

    Tied to their project's names, files or tools. Probably skip.

  • Common
  • Distinctive
  • Very specific
  1. Distinctive:

    Use this skill when the assignment explicitly needs capacity-building, training, knowledge transfer, or institutional strengthening content.

    line 17
  2. Distinctive:

    Stop or block the workflow when a required input, permission, or acceptance basis is missing.

    line 32
  3. Distinctive:

    Read the local references only where they materially improve the output.

    line 34
  4. Distinctive:

    Keep the approach specific to the client context and implementation reality.

    line 40
  5. Distinctive:

    Read and search are required.

    line 62
  6. Distinctive:

    Read and search are required.

    line 63
  7. Distinctive:

    When the ToR asks for a standalone training plan or capacity building strategy

    line 92
  8. Distinctive:

    Before designing any training programme, assess the gap:

    line 98
  9. Distinctive:

    Context-specific: use the client's own data, systems, and processes in training exercises — not generic case studies

    line 114
  10. Distinctive:

    Assessed: every training module must include a practical assessment or demonstration of competence

    line 116
  11. Distinctive:

    Documented: all training materials remain with the client (user guides, job aids, quick-reference cards, video tutorials)

    line 117
  12. Distinctive:

    When the ToR asks for a dedicated capacity building plan, generate a document covering:

    line 161
  13. Distinctive:

    Follow east-african-english standards throughout.

    line 172

≈ “Common” is an estimate: at least 1 in 5 of the 350,495 skill files we read have a rule of the same kind, not the same words. “Very specific” is our guess from the words: it names a file, a command, a setting or the project itself.

Keep what fits and drop the rest. Your version, ready for your agents.
Files
SKILL.md

Capacity Building

Acknowledgement: Shared by Peter Bamuhigire, techguypeter.com, +256 784 464178.

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Use When

  • Use this skill when the assignment explicitly needs capacity-building, training, knowledge transfer, or institutional strengthening content.
  • Load it when another proposal section needs this domain expertise.

Do Not Use When

  • The task only needs formatting or proposer-profile selection.
  • Another supporting skill is a closer fit for the assignment.

Required Inputs

ArtefactSourceRequired?If absent
ToR, learner groups, and target competenciesClient or proposal leadrequiredDraft only a TNA plan; do not invent learner needs.
Baseline capability and delivery constraintsClient records or verified discoveryconditionalRecord the gap and make delivery mode provisional.

Workflow

Stop or block the workflow when a required input, permission, or acceptance basis is missing. Recover by revising the scope, obtaining evidence, or returning the narrowest qualified draft before proceeding.

  1. Identify where capacity-building or transfer of knowledge matters in the assignment.
  2. Read the local references only where they materially improve the output.
  3. Convert the guidance into proposal-ready activities, deliverables, and sustainability logic.
  4. Integrate the result into the target section and check for consistency.

Quality Standards

  • Translate theory into practical proposal language, outputs, and responsibilities.
  • Keep the approach specific to the client context and implementation reality.
  • Preserve compatibility with existing repository workflows and file paths.

Anti-Patterns

  • Treating training as a generic workshop. Fix: define learner groups, competencies, practice, and assessment.
  • Counting attendance as learning. Fix: add pre/post assessment or observed performance evidence.
  • Using one method for all roles. Fix: segment by task, baseline, language, access, and responsibility.
  • Promising ToT without trainer practice. Fix: specify eligibility, teach-backs, and coaching.
  • Ending at course delivery. Fix: include workplace transfer, supervision, and refresher support.

Outputs

ArtefactConsumerAcceptance condition
Capacity-building planEvaluator, client training lead, delivery teamLinks diagnosed gaps to outcomes, methods, assessment, logistics, ownership, and transfer.

Evidence Produced

EvidenceConsumerAcceptance condition
TNA and learning-assessment designMatrixEach target competency has a baseline method and observable completion measure.

Capability and Permission Boundaries

Read and search are required; any edit or external action remains within the explicit authority and permission boundary stated below. Read and search are required; drafting requires explicit authority. Do not claim accreditation, certification, participant competence, or training completion without responsible-body evidence.

Degraded Mode

Fallback: if learner or delivery evidence is unavailable, produce a TNA-first plan and provisional delivery options. Mark assessment and logistics as unassessed.

Decision Rules

ConditionActionRisk avoided
Unknown competency gapRun TNA before curriculum designIrrelevant training
Capability must persist across unitsUse ToT with coached practiceConsultant dependence
Task is performed in the workplaceUse simulation and observed assessmentAttendance-only success claims

Worked Example

For district MIS officers, test data-quality tasks before training, teach through the actual reporting workflow, assess a corrected submission, and schedule supervisor follow-up.

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References

  • Proposal skills router for repository-wide routing and mandatory quality gates.
  • Local references/ files when detailed frameworks or examples are needed.

Almost every East African consulting assignment includes a training or capacity building component — clients and donors want sustainable outcomes, not dependency on consultants. Proposals must show a structured approach to building the client's internal capability to maintain and build on the project's results after the consultants leave.

When to Read This Skill

  • The assignment includes training, mentoring, coaching, or skills transfer
  • The ToR mentions "capacity building", "knowledge transfer", "training of trainers", or "institutional strengthening"
  • Drafting methodology sections that need to describe how client staff will be skilled up
  • When the ToR asks for a standalone training plan or capacity building strategy

Approach

Training Needs Assessment (TNA)

Before designing any training programme, assess the gap:

  • Current state: what do staff currently know and do?
  • Desired state: what must they know and do after the assignment?
  • Gap: the difference drives the training design

Methods for TNA:

  • Skills survey or self-assessment questionnaire
  • Key informant interviews with managers
  • Direct observation of current processes
  • Review of job descriptions and performance data

Training Design Principles

  • Adult learning: participants learn best through practice, not lectures. Design for 30% theory, 70% hands-on
  • Context-specific: use the client's own data, systems, and processes in training exercises — not generic case studies
  • Modular: break training into self-contained modules that can be delivered flexibly
  • Assessed: every training module must include a practical assessment or demonstration of competence
  • Documented: all training materials remain with the client (user guides, job aids, quick-reference cards, video tutorials)

Training Delivery Models

ModelBest ForDuration
Classroom trainingLarge groups, foundational knowledge, standardised content1–5 days per module
On-the-job mentoringApplied skills, system usage, process executionOngoing during implementation
Training of Trainers (ToT)Sustainability — client staff become internal trainers3–10 days, followed by supervised delivery
CoachingSenior staff, leadership skills, strategic thinkingRegular sessions over weeks or months
E-learning / self-pacedGeographically dispersed teams, refresher trainingFlexible
ShadowingKnowledge transfer from consultant to counterpartThroughout the assignment

Training of Trainers (ToT)

The gold standard for sustainable capacity building in East African consulting:

  1. Select trainers from within the client organisation — people with credibility, communication skills, and permanence
  2. Train them on the content (technical knowledge)
  3. Train them on delivery (facilitation skills, adult learning methods)
  4. Supervised practice — trainers deliver to a pilot group with consultant observation and feedback
  5. Certification — trainers assessed and certified to deliver independently
  6. Materials handover — all training materials, facilitator guides, and assessment tools transferred

Knowledge Transfer Plan

For every piece of work the consultant does, define:

Deliverable / SkillTransfer MethodClient CounterpartTimelineVerification
[System administration]Shadowing + hands-on practice[Name / role]Weeks 4–8Counterpart performs task independently

Training Logistics

For proposals, include practical details that show the firm has thought through delivery:

  • Venue requirements (client premises, off-site, virtual)
  • Equipment and materials (laptops, projectors, printed manuals)
  • Participant selection criteria and numbers
  • Training schedule within the overall work plan
  • Attendance tracking and certification

Generating a Standalone Section

When the ToR asks for a dedicated capacity building plan, generate a document covering:

  1. Training needs assessment methodology
  2. Capacity building strategy and approach
  3. Training programme design (modules, content, duration, delivery method)
  4. Training of Trainers plan (if applicable)
  5. Knowledge transfer plan with counterpart assignments
  6. Training materials list and handover plan
  7. Assessment and certification approach
  8. Post-training support and follow-up

Follow east-african-english standards throughout.

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